I chose kidney stones to discuss because I have a
family history of stones. My grandfather had a very large stag horn and my mom
has had several stones that she was able to pass over the years. Kidney stones
are one of the most common disorders of the urinary tract. Most kidney stones
pass out of the body without any intervention by a physician. Research advances
have led to a better understanding of the many factors that promote stone
formation and there are better treatments for preventing stones. A kidney stone
is a hard mass that is developed from crystals. Kidney stones contain various
combinations of chemicals. The most common type of stone contains calcium.
Doctors are not sure what cause a stone to form but certain foods may promote
stone formation in people who are more susceptible such as a person with a
family history of kidney stones. Urinary tract infections and certain kidney
disorders like cystic kidney diseases, and hyperparathyroidism are linked to
stone formation. In addition, more than 70 percent of people with a rare
hereditary disease called renal tubular acidosis develop kidney stones.
Sometimes a stone can be found on x-ray, ultrasound or cat scan. Kidney stones
often do not cause any symptoms until the stone begins to move within the
kidney system. Usually, the first symptom of a kidney stone is extreme pain
sharp, cramping pain in the back or side in the area of the kidney or in the
lower abdomen accompanied with nausea and vomiting. If the stone is too large
to pass easily, pain occurs as the muscles in the ureters continue to contract
in hopes of expelling the foreign object. As the stone moves through muscles
contractions, blood may appear in the urine and urination may increase with a
burning sensation. Sometimes physicians recommend changing the diet such as less
calcium and definitely increase of fluids
Tuesday, April 29, 2014
Unfaithful
Critique 2
The second counseling session I think went ok, but
it was harder this time even though I maintained good soler skills. I showed
interest in what my client was saying while maintaining fantastic eye contact
without appearing too intense and I was somewhat relaxed. In the beginning of
the session I greeted the client and attempted to make him feel welcome. I felt
this would make me less threatening to him and show to him that I am a person
with interests. I then asked very casually “what would you like to talk about?”
This was an attempt to end chit chat, get down to the business at hand and give
control of the conversation to him.
I used direct leading by saying “what do you want to
talk about today?” I asked closed ended questions to gather information such as
“are you in college and do you have a family?” I used indirect leading by
asking “tell me more about the relationship before you found out about the
affair?” During the session I kept thinking how I can relate to the client’s
situation. I used an empathetic voice toned statement when I said “you feel
scared because he threatened you.” I used open ended questions “do you think you
could survive on your own without your husband”? I am not really sure and I did
take accountability for this by stating that I was not sure and that I did not
have the answer to everything. I have never experienced anything in my personal
life like this situation so I felt that I had no bias, but on the other hand
was not really prepared for the situation because I had never given such an
issue any thought. I feel that this message of no bias to his situation was
indicated when I showed no facial expression that would convey negativism. I
did not try to out talk or over talk my client and gave him sufficient time to
express himself. In the interview I noted that by doing this technique he
sometimes would hesitate and then go on and elaborate without any further
encouragement. I do know there were a couple of times during the session that I
hesitated too long with a period of silence that could cause feelings of
awkwardness. I realize that timing and keeping pace in the session is
important.
I tried to be empathetic toward the client but I
found it difficult because I have never been married nor had a partner that was
unfaithful. I have had some experience through my sister who was married for
seven years and found out that her husband was cheating. She made the decision
to file for divorce and now is very happy with a new partner. Divorce in my
family is acceptable, if necessary, but for my client and her family, divorce
is not to be considered. I can somewhat relate to this client’s issues because
of my sister’s experience, but otherwise I can only offer support and empathy
because I wasn’t sure what was the true root of the problem.
The presenting problem was my client being cheated
on by her husband of nine years. The working problem is that she was scared,
threatened and she wanted out of the relationship, but didn’t want to
disappoint her family by getting a divorce. I used minimal encouragers by
nodding my head and saying ok to encourage her to continue and I summarized the
main themes. My plan of action was to find out what the problem was and help
the client sort out the issues. I had difficulty initiating the flow of the
session a few times and I was aware that my pauses were too long while I
searched for what action to take next. I used silence hoping that the pause
would probe the client to go further into the discussion.
I provided no feedback and was unable to indicate
how the client was progressing because I had met the client for the first time
and felt that I did not know her well enough. I felt the client’s behavior did
not affect me because I stayed neutral with the issues presented and I was able
to accept her viewpoints. I did not provide immediacy which is a type of
feedback that refers to the present, outside of the session, that is not
directly related to the session. I did not explore with the client outside
situations that surround the current issue. I felt the session maintained
momentum and had direction, there was no physical distance between myself and
the client, trust was not an issue, there was no power struggle and I felt no
sexual tension. I did not offer information or confront the client because it
was our first meeting and the details she shared seemed consistent. Because she
did not show inconsistencies during the session I did not probe deeper into the
issues that she presented, but would plan to do so in a future session.
I did not set any goals with my client. I never
really got under the surface to determine the reason for the problem. She led
me to believe that the marriage was great and there were no other issues except
her husband cheating with multiple women. I never determined the cause for the
infinity and it was obvious that she wanted to leave the relationship, but felt
constraints due to her family values and children. I was frustrated as a
counselor because I did not know how to help her figure out what to do because
I did not know. I hope that talking it through with me helped her organize some
of her own thoughts.
I feel more comfortable doing the counseling
sessions but I really do not like to role play. I feel I do a better job being
the counselor than when I am being the client. Even though I was the counselor
during this role play I found this session was difficult for me. I really felt
that I did not know what to ask or how to go deeper into the issues. I wanted
to give her advice but I should not offer my opinion and I found it hard to
hold back. I was confused about what to say because she had conflicting values.
I felt a little more comfortable with the role play, but I feel that I have not
demonstrated improvement in my techniques and by watching this session I
realize how much improvement I need. I have gained a lot of skills from both
video tapes. I have learned about myself and what I am good at.
Native American Indians
Part
1 Arrival to the U.S
Policy, 21(8/9/10), 74-82. Retrieved September 16, 2012, from the Pro Quest
Sacagawea
Biography Sacagawea Biography - Facts, Birthday, Life Story - Biography.com .
(n.d.).
Biography.com Famous Biographies & TV Shows - Biography.com .
Retrieved
Works
Cited
Avitabile,
L., & Kleiner, B. (2001). New Developments Concerning the Discrimination
Against
American Indians . The International Journal of Sociology and Social Policy, 21(8/9/10), 74-82. Retrieved September 16, 2012, from the Pro Quest
database.
Ganguly,
P. (n.d.). History of Native American Indians. Buzzle. Retrieved September 30,
2012,
Healey,
J. (2012). Race, Ethnicity, Gender, and Class The Sociology of Group Conflict
and
Change
(6 ed.). Canada: Sage Publications, Inc.
Land
Bridge Theory | Open Websites. (n.d.). Home | Open Websites. Retrieved
September 26,
Our
Documents - Dawes Act (1887). (n.d.). Welcome to OurDocuments.gov.
Retrieved
September
16, 2012, from http://www.ourdocuments.gov/doc.php?flash=true&doc=50
October
18, 2012, from http://biography.com/people/sacagawea-9468731
Taylor,
T. (1972). The States and Their Indian Citizens (Original ed.).
Washington, DC : Brookings, Inc.
Vecoli,
R. (1995). Gale Encyclopedia of Multicultural America . Detroit: Gale
Research Inc.
Smoking Cessation
Smoking
cessation is one of the best health improvement actions anyone can do, but
quitting is very hard. Usually people make 5 to 7 attempts or more before they
are finally able to quit. Anyone can quit smoking if they are motivated enough.
It does not matter about age, health, or lifestyle.
Having
a quit plan is important and the support of others is also an important
ingredient. One common way to try and quit smoking is to try it “cold turkey”.
Quitting smoking using the cold turkey method is the first choice of the
majority of smokers. The cold turkey is usually understood to mean to quit
smoking abruptly, often without forethought, preparation or a gradual reduction
in amount smoked. While going cold turkey is the most popular method it is
probably the hardest and most uncomfortable method. Craving and withdrawal
symptoms can include irritability, tiredness, headache, coughing, sore throat,
sleeplessness, sweating, and lack of concentration, depression, increased
appetite, and cravings for tobacco. When they are suffering the normal
withdrawal symptoms associated with cold turkey that can be difficult and that
is why the majority give in and begin smoking again. 95 % of smokers who try to
stop smoking without the help of therapy or medication end up relapsing. The
main obstacle to stopping smoking using the cold turkey method is the
willpower.
Another
method used by smokers is the nicotine replacement therapy. The nicotine
withdrawal is the most difficult part in quitting smoking. Nicotine replacement
therapy involves the use of products that provide low doses of nicotine but do
not contain the toxins found in smoke. The goal of therapy is to reduce
cravings for nicotine and ease the symptoms when someone stops using cigarettes
and smokeless tobacco. Nicotine supplements come in gum, inhalers, lozenges,
nasal spray and skin patches. You can buy nicotine gum or lozenges without a
prescription. Some people prefer lozenges to the patch, because they can
control the nicotine dosage. The nicotine inhaler looks like a plastic
cigarette holder, but requires a prescription. People who use the inhaler can
puff up to 16 times a day. The inhaler is quick acting and about the same as
the gum. The nasal spray satisfies the immediate cravings by providing quick
doses of nicotine and it may be used along with the patch. The levels of
nicotine peak within 5 - 10 minutes after using the spray. The spray can
irritate the nose, eyes, and throat and the side effects often go away within
the first few days. The main pitfalls to these methods are body discomfort,
cost and availability of the products.
Another
technique is prescription pills. These pills help to reduce the cravings by
affecting the chemicals in the brain makes smoking less satisfying. Varenicline
is an oral prescription medication that is used to help people quit smoking.
Varenicline works by binding to nicotine receptors in the brain preventing the
nicotine in cigarettes from producing its pleasurable effects on the smoker.
Side effects of varenicline are usually transient and may include headache,
insomnia, abnormal dreams, nausea, fatigue and flatulence. Bupropion is an oral
prescription medication that can help you stop smoking. You may continue
smoking during the first week of treatment, but you should stop sometime during
the second week. You should be aware that your blood pressure may increase
while you are on bupropion, blurred vision and headaches. Other side effects of
bupropion include agitation, anxiety, abdominal pain, and decrease in appetite,
dizziness and dry mouth. Many people do not have access to a health insurance
that will help support the cost of such a therapy.
There
are pitfalls to all methods in quitting smoking. Willpower, lack of support
from others, addiction, habit patterns of use, cost of products or replacement
activities are just a few. Considering that smoking is an addiction that
chemically changes has occurred in the brain and makes it very difficult to
quit.
Community Structure
A hierarchy can
link entities vertically directly or indirectly. This means that there is a
triangle pattern of power from the top down with each employee having an
immediate superior. A
public school system is organized and managed by a hierarchy of power.
Formal
Power:
School
Board: Ms. Sutton –President. She obtained her power by getting elected by
people in the community. She carries out her power in the bi-monthly community
meetings.
Mr.
Peoples, Jr. - Vice President- He obtained his power by getting elected by
people in the community. He carries out his powers in the bi-monthly community
meetings.
Mr.
Herrington, Mr. Crane, Mr. Knapp, Mrs. Stuart and Mrs. Terwilliger: Each
obtains their power by being elected by the people in the community who live
within the school district. They carry out their power during the bi-monthly
meetings. They all have power over every decision and action taken within the
school district.
Mr.
DioGuardi- Superintendent. The Superintendent obtains his power based upon his
qualifications that fit with the school systems criteria. He has a master’s
degree in business administration and education. He carries out the educational
policies and rules of the state board and the local school board; administers
and supervises the school district; hires people, sets the salaries of all
staff based upon union agreements, terminates or discharges all employees; and
prepares the school district budget. He carries out his powers in the school
district office.
Ms.Berkan-Secretary
of the Board of Education and Superintendent. She assists the Superintendent
with all communication from state level to local community level. She carries
out her duties in the school district office.
Mr. Howe- Director of Curriculum and
Instruction. He has a master’s degree in education and administration. A
curriculum director develops classroom curriculum and selects textbooks to go
with classes. A curriculum director acts as a personnel development specialist
and training teacher. He mentors teachers as they learn about new educational
programs. He keeps up on technology and related software and understands how it
can apply to students from kindergarten through high school. He must assess if
a program is effective and makes sure it conforms to New York State Education’s
high standards. If the school district is not reaching desired goals in a
specific area based on standards, he must observe teachers in the classroom and
complete teacher surveys. He carries out his power in the school district
office.
Ms.Hadlock-Secretary
of the Director of Curriculum and Instruction. She assists the Director of
Curriculum with all communication from state level to local community level.
She carries out her duties in the school district office.
Mr.
Prutsman-Director of Building and Grounds. He is the supervisor for all the
maintenance workers and custodial staff. He makes sure that the buildings are
safe and in good working condition. He coordinates work duties daily and
ensures that the district is meeting NYS Department of Education and NYS Health
Department codes and regulations. He carries out his duties throughout the
school district and his direct supervisor is the Superintendent.
Mr.
Lewis-Director of Transportation. He coordinates all the school district’s
travel arrangements for students and supervises bus maintenance, meeting NYS
Motor of Vehicle Department regulations. He carries out his power in the school
bus garage area and he answers directly to the Superintendent.
Mrs.
Loomis-Supervisor of Special Education. She obtains her power by having a
certified teacher certificate from an accredited institution. She oversees
hiring, training, discipline, and other concerns involving special education
personnel. She is responsible for developing policies, programs, and other
standards within the special education program, as well as representing the
program to the community and to the institution's upper-level administration.
She carries out her power in the high school building. She answers directly to
the Superintendent.
Mrs.
Bulkley-Secretary to the Supervisor of Special Education. She assists the
Supervisor of Special Education with all communication from administration to
local community level. She carries out her duties in the high school district
building.
Ms.
Crane-High School Principal. She obtains her power by having a bachelor’s
degree in education from an accredited institution and a master’s degree in
administration. She ensures learning and accountability. She is a leader and
motivates employees and serves as a role model to both teachers and students.
Excellent communication skills are important. She must develop yearly campus
improvement plans and work with campus and community members to implement them.
She is responsible for setting high standards and meeting state requirements on
state standardized tests. She interprets the budgets and prioritizes fiscal
needs. Principals must be familiar with all district, state and federal
requirements and ensure that schools are in compliance with the requirements at
all times. Principals must create a positive school environment and maintain or
implement effective discipline plan to create a safe environment for students
and staff. She is responsible for hiring qualified teachers and staff members
and evaluating them in a fair and unbiased manner. Principals promote staff
development initiatives that are designed to improve student performance. She
carries out her duties in the high school building. She answers directly to the
Superintendent.
Mrs.
Mayo-Secretary to the High School Principal. She assists the Principal with all
communication from administration to local community level. She carries out her
duties in the high school district building.
Mr.
Bielski-Athletic Director. He obtains his power by having a teacher’s certification
from an accredited institution and a great interest in athletics. He oversees
all athletic activities and coordinates with the school nurse to ensure that
all the players have up to date physicals and meet regulation. He carries out
his power in the district office building and sport fields. He answers directly
to the Superintendent.
Informal
Power:
Mr.
Lawrence-Dean of Students. He obtains his power by having a bachelor’s degree
in education from an accredited institution and a master’s degree in
administration. He is responsible for all discipline with the high school
environment and works very closely with administration to determine student
behavioral management.
Mrs.
Bills-Secretary to the High School Dean. She assists the Dean with all communication
from state level to local community level. She carries out her duties in the
high school district building.
Teachers:
They obtain their power by having a teacher’s certification from an accredited
institution. Each teacher belongs to a union, ATA. This is a powerful group but
must negotiate all job functions with the Superintendent/Board of Education.
They are responsible to provide a quality education for each student,
regardless of their special needs, meeting NYS Department of Education criteria.
Mr.
Vang – Director of Technology. He gets his power by receiving a degree in
Information Technology from an accredited institution. He plays a key role in
various decision-making capacities related to the technology and (IT)
management of the school district. He is responsible for ensuring the smooth
and effective running of computers. He works closely with his team and often
with top management to help IT deliver the expected strategic benefits to the
business side of the organization. He carries out his functions in the high
school building.
Ms. Prior-School Psychologist. She obtains her power by having a degree in psychology from an accredited institution. She helps students develop 504 plans for disabilities, does disability assessments and attends Committee of Special Education meetings. She carries out her power in the high school building.
Ms. Prior-School Psychologist. She obtains her power by having a degree in psychology from an accredited institution. She helps students develop 504 plans for disabilities, does disability assessments and attends Committee of Special Education meetings. She carries out her power in the high school building.
Mrs.
Clark and Mr. Marks-Guidance Counselors. They obtained their power by having a
master’s degree in school counseling. A guidance counselor is responsible for
overseeing standardized tests, and administering aptitude and vocational tests.
They prepare students for graduation, checking to make sure that each student
has met all the required credits. The counselor also helps students prepare for
college or other continuing education by making information available to and
assisting them with the application process. High school counselors may be
responsible for class scheduling as well as other administrative duties. They
carry out their power in the high school building.
Mrs.
Bloor-Social Worker. She obtained her power by receiving a bachelor in social
work and a license from an accredited institution. She helps people solve and
cope with problems in their everyday lives. She carries out her powers in the
high school building.
Mrs.
Lockwood- School Nurse. She is responsible for administration of medication and
assessment of illnesses of all staff and students including assaults and drug
use. She obtained her power by getting her registered nurse license from an
accredited institution, Nurse Practice Act and the NYS Department of Education.
She carries out her power by being an advocate for students and by making
decisions to prevent harm to others and to protect the school district from
potential lawsuits. She carries out her powers in the high school building.
Gatekeepers:
Mrs.
Sutton President, Mr. Peoples, Jr. Vice President, Mr. Herrington, Mr.
Crane,Mr. Knapp, Mrs. Stuart, and Mrs. Terwilliger carry out their power in the
bi-monthly meetings. Other gatekeepers are Mrs. Berkan, Ms. Hadlock, Mrs.
Bulkley, Mrs. Mayo, Mrs. Bills the secretaries that work with all the
department heads. The control content and flow of communication.
Power
Brokers/King Pins:
Mrs.
Sutton President, Mr. Peoples, Jr. Vice President, Mr. Herrington, Mr. Crane,
Mr. Knapp, Mrs. Stuart, and Mrs. Terwilliger carry out their power in the
bi-monthly meetings.
The
ATA Union.
Curriculum
Coordinators: Teachers that teach a particular subject matter and in addition
directly supervise other teachers that are teaching within their discipline.
They help ensure that each teacher is following the state criteria and they
report directly to the high school principal.
Communicators:
All
members of the public school system need to be good quality communicators. Some
have more specific jobs than others in the expectation to communicate on a
variety of levels. All members are expected to be willing and able to
communicate to the students as well as the community that they are employed
with the common cause of quality education. If members from the media are
seeking information, all employees have been instructed to not interact with
the media and refer all questions or concerns to the Superintendent.
Mrs.Berkan-Secretary
of the Board of Education and the Superintendent. She assists the
Superintendent with all communication from state level to the local community
level.
Ms.
Hadlock: Secretary for the Director of Curriculum and Instruction. She assists the
director with communications from the state level to teachers and the local
community. She assists him in collecting data to study school programs for
effectiveness. She seeks to improve the education quality and coordinates
training programs for teachers.
Ms.
Holmes-Secretary for Human Resources. She oversees all human resources to
communicate job openings and to ensure that qualified candidates are considered
for employment positions. She seeks to improve the education quality by
coordinating qualified people for the appropriate job position.
Mrs.
Mayo-Direct Secretary to the High School Principal. In order to obtain her
position, she had to take a civil service examination and score in the top
three positions. She obtained her power by applying for the job and having the
appropriate educational requirements. She maintains office files, manages
schedules, answers correspondence and conducts projects such as research for
management staff. She also orders supplies for the office, which may include
hiring vendors and services. She does routine clerical work that includes
account-keeping tasks in maintaining and checking financial accounts and
records. She carries out her powers in the high school main office.
Mrs.
Bills-Direct Secretary to the High School Dean of Students. She is required to
take a civil service examination and must score at typist level to be
considered for the position. She collects and tabulates discipline reports and
manages the dean’s appointment book. She coordinates district wide tutoring
services for students. She does routine clerical work that includes
account-keeping tasks in maintaining and checking financial accounts and
records. She carries out her powers in the high school main office.
Mrs.
Perkins-Attendance Clerk. She keeps track of student numbers, absences,
attendance and maintains record keeping to eventually releasing her data to the
NYS Education. She has a high school diploma. She carries out her powers in the
high school main office.
Custodial
Staff- they gather information within the school district on a daily basis and
then share that information with the outside community.
Interconnecting
Networks:
Within
the high school hierarchy there are limited numbers of people that serve in
multiple power positions. Most positions are a separate entity with employees
reporting directly to a designated supervisor. Flow of information is basically
one direction up to the administration and limited amounts of information flow
back from administration to the employees. There is a considerable amount of
grass root activity from the stand point that many lower paid employees (such
as secretaries & custodial staff) have a considerable amount of power. They
are the main communicators and control what an employee can or cannot accomplish
within their job. There are husband and wife teams as well as sibling teams
within the system, but they all work at direct jobs and interface very little
during the actual work day.
Bibliography
Account
Clerk and Account Clerk/typist." N.p., 30 Oct. 2003. Web. 11 Sept. 2013. http://www.co.chenango.ny.us/Personnel/Examinations/AcctClkAcctClkTypistDecent.pdf.
Dutta,
Pallab. "Director of Technology Job Description." EHow. Demand
Media, 26 Sept. 2009. Web. 22 Sept. 2013. http://www.ehow.com/about_5465417_director-technology-job-description.html
Kelchner,
Luanne. Ehow. N.p., 2012. Web. 11 Sept. 2013. http://www.ehow.com/facts_6798607_assistant-superintendent-job-description.html
Kelchner,
Luanne. EHow. N.p., 23 May 2009. Web. 11 Sept. 2013. http://www.ehow.com/info_7758739_secretary-qualifications.html#ixzz2etaIFfFt.
MacKenzie,
Matthew. "Qualifications to Becoming a Social Worker” EHow." EHow.
Demand Media, 08 Oct. 2009. Web. 11 Sept. 2013. http://www.ehow.com/facts_5508888_qualifications-becoming-social-worker.html
Sullivan,
Cody. "Special Education Director Job Description | EHow." EHow.
Demand Media, 19 Feb. 2010. Web. 11 Sept. 2013. http://www.ehow.com/facts_6185075_special-education-director-job-description.html.
School
Principal: Educational Requirements to Become a Principal." Education
Portal. N.p., 2009. Web. 11 Sept. 2013. http://educationportal.com/articles/School_Principal_Educational_Requirements_to_Become_a_Principal.html.
Wile,
Elise. "High School Guidance Counselor Job Description." EHow.
Demand Media, 30 June 2010. Web. 11 Sept. 2013. http://www.ehow.com/about_6684525_high-guidance-counselor-job-description.html.
Writing,
Alexis. "Curriculum Director Job Description." EHow. Demand
Media, 23 Sept. 2009. Web. 11 Sept. 2013. http://www.ehow.com/about_5448077_curriculum-director-job-description.html.
INTERNAL
|
EXTERNAL
|
||
Strengths
|
Weaknesses
|
Opportunities
|
Threats
|
Working together
Everyone completes job
CSE
Accredited
technology
Want to help students
|
Solving problems quickly
Poor math skills
Low college ready students
Low standardized test scores
|
High School Diploma
Receiving grants
ACE courses for students
|
Potential lawsuits
Many students are remedial and college may not be an
option
|
Under Armour
1)
Complete legal name of the company:
Under Armour
2) Why this company interests you?
1)
"Under
Armour to Acquire Map My Fitness"
Works
Cited
Works
Cited
The current ratio for
the company is 3.40. This means that the company has $3.40 of current assets
which they pay to every dollar of liabilities. Nike’s current ratio is $4.00 in
assets which they pay for every dollar to liabilities. Cabella’s Sport Store
current ratio is $4.02 in assets which they pay to every dollar of liabilities.
Columbia Sportswear current ratio is $4.49 in assets which they pay to every
dollar in liabilities. According to all these numbers I would choose Under
Armour because it has the lowest current ratio to invest in(Under Armour 10K
Report 2012. www.MSN.com).
Operating Activities
total=$199.8 million
Wo rks Cited
Blackburn,
Bradley (2011). “Clothing 'Made in America': Should U.S. Manufacture More
Clothes?” Retrieved from abcnews.go.com/Business/MadeInAmerica/made-america
Landes et. al (2005).
“Growth Prospects for India’s Cotton and Textile Industries.” Electronic
Outlook Report from the Economic Research Service. United States Department of
Agriculture. Retrieved From https://www.google.com/#q=growth+prospects+for+india's+cotton+and+textile+industries
Lyster, Stephanie.
"The History of Under Armour - A Mastermind for Performance Apparel."Ezinearticles.
N.p., 4 Feb. 2011.http://ezinearticles.com/?The-History-of-Under-Armour A
Mastermind-for-Performance-Apparel&id=127493.
Mirabella, Lorraine,
and Natalie Sherman. "Under Armour to Acquire Map My Fitness".
Baltimore Sun. N.p., 14 Nov. 2013. http://articles.baltimoresun.com/2013-11-14/business/bs-bz-under-armour-mapmyfitness-20131114_1_armour-shares-ceo-kevin-plank-armour39/2.
"Nike vs. Under
Armour: Which Is Better?" ReComparison RSS. N.p., 30 July
2012.http://recomparison.com/comparisons/100549/nike-vs-under-armour-which-is-better/.
2) Why this company interests you?
This company
interests me because I have purchased a few items of Under Armour apparel. I
understand that certain clothing apparel becomes a “social fad” and one
believes that they can feel more like main stream America if they purchase and
wear the apparel. Under Armour apparel has their logo written out in obvious
areas of their hoodies, pants and other clothing products. I realize that when
I wear their products I am literally advertising for that company. I wanted to
learn more about this company that I was representing. I was curious about how
popular the products are that they are selling and the company’s proceeds for
each year of sales. All of the Under Armour apparel is expensive for an average
family income. I wondered what variety of clothing that they offered and why
these products were so very different. I have realized that the clothing is
attractively designed, comes in a variety of colors and styles, is comfortable
to wear and is durable.
I
do not consider myself to be an athletic person, but I am very interested in
fitness and exercise. Healthy eating and portion size control is an important
factor within my everyday life. I chose this company because they design and
sell clothing that is targeted at athletics, exercise and fitness.
3)
Provide a brief history of the
company
The Under Armour
Company was established in 1996 by Kevin Plank. He attended the University of
Maryland and was an athlete for the University’s football team. While playing
football with his teammates he observed that the t-shirts worn underneath their
protective gear were always soaked in sweat. Plank realized that he was just a
mediocre academic student, majoring in business administration, but wanted to make a difference in
sport apparel. He desired a product that would cool the body down under
extremely hot situations and absorb body sweat (Lyster, 2011).
After
graduation in 1990 he set out to create a better line of sport wear. He began
working in a tailor shop testing fabrics for the qualities of sturdiness, water
repellent qualities, and comfort. Through multiple tests he created a t-shirt
that helped absorb body sweat into the fabric and cooled the body in situations
of intense heat. After he created the first prototype he gave samples of his
t-shirts to his past alma mater’s football team to wear and asked them to test
his product. After their feedback was extremely positive, he quickly designed a
shirt made from microfiber that absorbed moisture, kept the athletes cool, dry,
was light-weight, reduced production of body sweat, regulated temperature and
was comfortable to wear. Plank worked from his grandmother’s basement in Baltimore,
Maryland, and within 12 months he made his first sale to the Falcons and Giants
NFL teams. He felt that if he could make a sale of the product to a
nationally recognized professional team his product would be widely visible,
advertised extensively, and consequently, his business would grow (Lyster,
2011).
Plank’s
goal for his company was to assist athletes to perform at a higher level. His
focus with the production of the product was the moisture control feature. In
1996, Plank accomplished $17,000 in sales. The following year, sales increased
to $110,000. In 2009 sales hit $1 billion, and the Under Armour brand has
become a household name. Under Armour has placed a mark on the performance
apparel industry and increased the standards requested by customers, but
constantly striving to hit higher quality of products and sales. Working with a
team of apparel consultants, Plank created a product line targeting a range of
activity levels from every-day wear to extreme environmental conditions while
appealing to a variety of consumers. New products additionally designed
include: Coldgear, Heatgear, and Allseasonsgear with a goal of attracting
another 5% or 6% customers to reach a $1.3 billion market in the United States
(Under Armour’s Kevin Plank, 2011).
Today, Under Armour is one of the
biggest industries in the world. They make the most innovative performance
footwear, apparel and accessories for athletes and are available worldwide.
Under Armour footwear was added to the clothing apparel line in 2006 introducing
football cleats, running shoes in 2009, and basketball shoes in 2011. The company team works to build and design the most
innovative performance products, having the athlete
in mind, to ensure the very best quality and performance. Plank’s goal is to have
customers feel that when they put on an Under Armour product, they feel like a
new person capable of doing anything (Under Armour’s Kevin Plank, 2011).
The
Under Armour Company is guided by three principles which include: passion,
vision and people. The company is founded on Four Pillars of Greatness:
building a great product, telling a great story, serving the business, and
building a great team. Under Armour’s advertising uses Plank’s motto or mantra,
“We must protect this house” and “we will.” Under Armour’s goal includes
inspiring athletes to believe that they can do anything. Plank believes that a
company must embrace what makes it feel important and work hard to make it
happen which are both necessary strategies to build a viable company (Under Armour’s
Kevin Plank, 2011).
Under
Armour began with a vision to make athletes better and every product is not
just about fashion, but designed to enhance the athletic experience. For
example, the Under Amour mouth guard has a back-bite that levels the head and
improves the athlete’s posture. Plank states if “You do something so you can
get a quick buck that may look good on the revenue chart, but only for a little
while. What you do must protect your brand or you will ultimately fail. If you
slap a logo on it, it might sell right away, but the brands that will endure
are the ones that respect the consumer”. He clearly believes that he has not
yet created a defining product at Under Armour and wants to continue to create
products that help meet athlete’s needs. He recognizes that his company’s major
competitors are currently 20 times larger than Under Armour and supports the
idea that there is room for all companies within the marketplace of apparel and
athletics. Today there are 8,000 Under Armour retail locations across the world
in 85 countries (Under Armour’s Kevin Plank, 2011).
4)
The
trading symbol of Under Amour: NYSE: UA
(Under Armour 10K Report
2012. www.MSN.com).
5)
Trends
within the apparel industry
There are several
major trends in the clothing industry. The first trend in the clothing industry
is it is valued at more than $310 billion a year and accounts for the more than
80% of all exports worldwide. Some 98% of the clothing purchased in the United States
is imported from abroad. Just two % of clothing bought in this country is
manufactured in the U.S. (Blackburn, 2011).
In 2011, 98 %
of the apparel and 99 % of the footwear sold in the United States was produced
internationally. Over the past ten years this buying trend has allowed families
to spend less of their family budgets on clothing and obtain more clothing for
their money (Burke, 2012).
The top five apparel supply countries to the US in 2013 are China (up 6.0% to 5.48 billion small medium enterprise (SME), Vietnam (up 13.0% to 1.4 billion SME), Bangladesh (up 10.8% to 1 billion SME), Indonesia (up 4.6% to 807 million SME), and Honduras (-1.9% to 622 million SME). Making significant headway is Cambodia, which comes in sixth with a rise of 6.30% to 608 million (U.S. Textile, 2013).
The top five apparel supply countries to the US in 2013 are China (up 6.0% to 5.48 billion small medium enterprise (SME), Vietnam (up 13.0% to 1.4 billion SME), Bangladesh (up 10.8% to 1 billion SME), Indonesia (up 4.6% to 807 million SME), and Honduras (-1.9% to 622 million SME). Making significant headway is Cambodia, which comes in sixth with a rise of 6.30% to 608 million (U.S. Textile, 2013).
The
second trend is China has become the world leader in developing textiles and
clothing. Whole
towns are dedicated to manufacturing of specific apparel. For example the Town
of Datang makes one-third of the world's socks. In addition a worker at the
Chinese sock factory makes just $14 a day or $270 in month. In America, a
clothing worker makes $88 a day, or $1,760 a month (Burke, 2012).
The
third trend is that developing countries continue to expand their textile
industry. These developing countries include: Taiwan, India, Ethiopia and
Mexico (U.S. Textile, 2013).
The
fourth trend is India is the most preferred country after China for
apparel. India has shown a rise of exports due to several factors: vast
sources of raw materials, low labor costs, entrepreneurship and design skills
of Indian traders, and changes in policies to open up the Indian economy to the
outside world (Landes, et al, 2005).
Bangladesh
is the fifth trend that has emerged as a key player of rapid growth management
(RGM) sector. Low wages in the textile industry is causing relocating of
textile productions to places like Bangladesh. Bangladesh wages have
recently decreased by 2%, as well as Mexico wages that are down 30%. China
has been a leader in textiles, but has recently experienced an increase of
wages up to 125%. Such an increase in China’s wages will cause relocation
to other countries due to the increase in overhead production
costs (Schneider, 2013).
The
sixth trend is Turkey is becoming the market for investing in the apparel
industry. Turkey racks the 6thlargest cotton producer in the world
after China, U.S.A., India, Pakistan and Uzbekistan, the 8th exporter
in the world, and the 4th apparel exporter for ready-made
garments (Turkey Cotton, 2007).
The
seventh trend is textile and clothing exports to the U.S. is one of the main
avenues to obtain duty income that boosts the U.S. economy. In 2012 the
U.S. received over 30 billion dollars to the economy because of imports of
textile goods. Last year, every single man, woman and child in the United States purchased
an average of 68 garments and seven pairs of shoes. In all, American families
spent more than $360 billion at retail on new clothes and shoes in 2011.
However, at Round House Workwear in Oklahoma, employees have been manufacturing
durable work clothes for 108 years. Currently, the company is thriving mostly
because there are customers who want to buy clothing that is 100 % “Made in America” (Burke, 2012).
The apparel industry is larger than the U.S. video game industry,
fast food industry, beverage industry and even the auto industry. The apparel
industry employs four million U.S. workers which is three million more than the
car manufacturers. These four million U.S. workers design shoes and
clothes, perform research and development, cut and sew, supervise production,
handle customs and logistics, ensure product safety compliance, market and
merchandise products, outfit U.S. troops and work on the sales floor.
Additionally workers assist in the apparel industry through U.S. transportation,
distribution, warehousing, and logistics workers (Burke, 2012). According to
Bruce Katz of the Brookings Institute the U.S. should not attempt to complete
with other countries for the overall apparel industry, but rather production of
advanced goods (U.S. Textile, 2013). In the case of clothing, that means
focusing on the design of high-technology gear like the waterproof and
windproof jackets from outdoor clothing giant The North Face (Burke, 2013).
The
eighth trend is that Cambodia is attracting new investors and is increasing its
garment exports. Cambodian workers start at 7 am and sew until 9 pm six days a week. Their
sewing quota is 950 shirts a day and for every 100 shirts above the quota they
are paid an additional 25 cents making their potential total earnings for the
month $130. All Cambodians work under a short-term contract that can be as
short as three months. The value of Cambodian’s clothing manufacturing exceeded
80% of the country’s $5.5 billion (U.S.) in exports last year and if footwear
such as Nike, Adidas and Puma are added the amount would exceed 90% (Wells,
2013).
Fashion
changes season by season and year to year. Currently the focus for women is
bright colored t-shirts, thin and breathable materials, running skirts, capris
and racer back tank tops. For the men the trend is colors of grey and black,
shorts, bright muscle shirts and light-weight jackets (U.S. Textiles, 2013).
6)
The
name of the independent auditing /accounting firm by GAAP standards
Under Armour, like
all companies within the United States, must be compliant with generally
accepted accounting principles (GAAP). The Board of Directors of the Under
Armour Company has publically released that Mr. Krongard, Mr. Deering and Mr.
Coltharp are “audit committee financial experts” under SEC rules. The Board of
Directors determined that all committee members are independent under NYSE
listing standards and SEC rules. All stock holders as well are able to
view the annual report to monitor financial activities (www.sec.gov).
7)
Describe
their products or services
Under Armour has a
variety of products in the market which includes: apparel, footwear, and
accessories. The apparel features a variety of styles that are designed to
enhance comfort and mobility, regulate body temperature, and improve
performance in all weather conditions known as HEATGEAR, COLDGEAR, and
ALLSEASONGEAR.
HEATGEAR is intended to be worn in hot temperatures. This
helps the body remain cool, dry, and is light to wear.
COLDGEAR is designed to be worn in cold temperatures. This helps
remove moisture, circulate body heat, and maintain body temperature.
ALLSEASONGEAR is designed to be worn during extreme heat or cold.
The apparel keeps the body dry in the heat and prevents chill in the cold.
Footwear
made by Under Armour is made for sport teams and fitness people designed to provide
stabilization, top cushioning, and moisture management.
HEATGEAR
and COLDGEAR features are included in all accessories such as: headwear, duffel
bags, baby apparel, socks, team uniforms, eyewear, sport team balls, and
gloves (Under Armour’s Kevin Plank, 2011).
8)
Company
size
Total amount of sales
=$1,834.921, net income = $128.778, total number of employees = 5,900, assets
(million) = $1,157.083, and sales growth % = 24.6%. There are 8000 retail
locations all over the world with 109 stores in the United States. There are
stores in Europe, the Middle East, Africa, Asia, and Latin America, UK,
Australia, New Zealand, France, Germany, Greece, Ireland, Italy, Spain, Sweden,
and Japan. Under Armour sales went from up to $1,834.9 million in 2012
from $725.2 million in 2008. The growth in net revenue has been driven by
interest in the actual products and the strength of the brand and Under Armour
plans to increase their profits. There continues to be an increasing demand for
athletic products that possess comfort (Under Armour 10K Report 2012. www.MSN.com).
Overhead
costs for Under Armour consists primarily of product costs, inbound freight and
duty costs, outbound freight, handling costs to make products, and royalty
payments to endorsers. The general expenses include innovation, supply chain
and corporate services, salaries, benefits, incentives and stock-based
compensation, commercials, print ads, league, team, player and event
sponsorships, commissions paid to third parties cost of factory house and
specialty store leases, apparel, footwear and accessories product innovation,
sourcing and development costs, and distribution facility operating costs
(Under Armour 10K Report 2012. www.MSN.com).
Net
sales increased from $1,790.1 million in 2012 from $1,436.1 million the year
before, an increase by $354,000. The license revenues increased
from $44.8 million in 2012 from $36.6 million the year before, an increase
by $800,000. The Gross profit increased $879.3 million in 2012 from $712.8
million the year before an increase of $1,670,000. The selling and general
expenses increased to $670.6 million in 2012 from$550.1 million the year
before an increase by 1,200,000. Operations income increased
to $208.7 million in 2012 from $162.8 million the year before an increase by
$460,000. Interest increased to $5.2 million in 2012 from $3.8 million the year
before an increase by $2,000,000. Other expenses decreased from $0.1
million in 2012 from $2.1 million the year before. Taxes increased
to $74.7 million in 2012 from $59.9 million the year before an increase by
$1,500,000. Figures indicate that 2013 has been a great year for the company
(Under Armour 10K Report 2012. www.MSN.com).
9. Under Armour’s
most recent 10-K report
Risk factors in the
company depend on changes in general economic or market conditions that affect
consumer spending. Financial health of retail customers, the ability to
effectively manage the growth of a more complex business expanding domestically
and internationally is important. The ability to effectively develop and launch
new, innovative products is a must. The risks may go up if the ability to
forecast consumer demand and manage inventory is not done accurately. Increased
competition can cause the company to reduce the price of their products or the
need to increase marketing efforts which will increase costs. Fluctuations in
the cost of the products, loss of key suppliers or manufacturers, or failure of
the suppliers or manufacturers to produce or deliver products in a timely or
cost-effective manner are important variables. The company needs to be able to
further expand the business globally and to increase brand awareness and
consumer acceptance of the products in other countries. There is a need for the
ability to accurately anticipate and respond to seasonal or quarterly
fluctuations in operating costs. Maintenance of a positive brand image and
effective information system are critical. Attracting and maintaining effective
employees and managing labor disputes are vital. Future growth depends on
expansion outside of North America because in 2012, Under Armour manufactured
53% in Asia, 19% in South America, 18% Middle East and 8% in Mexico. Just a few
of the risks associated with international manufacturing include political or
labor unrest, terrorism, economic instability, and delays in shipping.
Financing for additional capital to promote growth of the business domestically
or internationally may not be available or offered at an unacceptable level.
The company originated through a promotion in the National Football League and
as the company has grown these sport leagues are mandating higher payoffs to
wear Under Armour apparel directly threatening the livelihood of the company
(Under Armour 10K Report 2012. www.MSN.com).
Competitive
issues include other aggressive sports apparel companies such as Nike and
Adidas. Nike is Under Armour’s biggest competitor. Nike is the number one
manufacturer of sports shoes in the world. The company has shoes for all
sports: basketball, baseball, golf, hiking, tennis, and football among others.
Under Armour seems to be more focused on the athletic apparel market, but Nike
does go beyond athletic shoes which includes a line of sports related clothes,
equipment and accessories. Under Armour is attempting to expand into the shoe
market. Under Armour competes with Nike in a variety of sports products, but
Under Armour does not produce shoes for lacrosse, softball, golf, track &
field. Under Armour’s has high numbers of profit for having been in business
for only a relatively short period of time, however Under Armour is capitalized
at $1.28 billion which Nike gets $26.38 billion. These figures indicate that Under
Armour is at a strict disadvantage compared to the sportswear giant, Nike.
Recent market performance of Under Armour indicates that the company can come
out strong in years to come (Under Armour 10K Report 2012.www.MSN.com).
Irregularity
in regulations and potential litigation can occur at any time domestically or
internationally due to the constant changing of laws, statues, and regulations
within the apparel manufacturing process. These regulations are particularly difficult
to anticipate or respond to when much of Under Armour apparel is produced and
sold internationally where there is unstable markets with limited regulations
(Under Armour 10K Report 2012. www.MSN.com).
10) 3 interesting
articles about the company
Recently Under Armour
joined forces with Map My Fitness, a fast emerging fitness technology based in
Austin, Texas. Under Armour’s goal is to outdo Nike’s fitness technology. Currently,
there are more than 20 million registered users of Map My Fitness who map,
record, and share their workouts using GPS and other technology. Nike already
coordinates with Map My Fitness and has 18 of the 20 million followers.
Map
My Fitness was started in 2007 by Thurston and Callahan. Callahan created his
website to help him map and record his runs while training for his first
marathon. Plank from Under Armour and Callahan and Thurston from Map My Fitness
joined together to develop a technology team with the idea of creating a great
product for the consumer that assists them in their daily lives with
health and fitness while creating a social environment to share their progress.
The
chief performance officer for Under Armour stated, “The digital monitoring of
performance and fitness is the next major wave in making athletes perform
better.” This free fitness technology is very applicable for competitive sports
as well as regular fitness (Mirabella & Sherman, 2014) .
The
overall analysis of this article indicates that the Under Armour Company in the
past has attracted men with form fitting, sweat absorbing apparel. The company has
a major goal of increasing sales to $10 billion. To be able to accomplish this
goal the plan is to have women’s apparel, international growth, and footwear
products increase in production and availability by joining forces with
Map My Fitness, Under Armour combines technology with fitness and social media.
Their overall goal is not to absorb already existing athletic apparel
companies such as Nike and Adidas, but rather perform at a higher, more
desirable level of performance.
Works
Cited
Mirabella, L., & Sherman, N. (2014, November
14th). Under Armour to acquire MapMyFitness. Retrieved from Baltimore
Sun:
http://articles.baltimoresun.com/2013-11-14/business/bs-bz-under-armour-mapmyfitness-20131114_1_armour-shares-ceo-kevin-plank-armour39
2) “Under Armour
Finds Feminine Side to Go Beyond $2 Billion”
This article
discusses Under Armour’s deficits when it comes to appealing to
female consumers. Last year, in 2012, $400 million dollars in sales
were for women’s athletic apparel. Even though this is a large figure, this was
less than half the sales of men’s. According to Michael Baron, vice president
with Baron Capital, Inc., the fifth largest Under Armour holder, “the problem
is distribution.” Under Armour is having difficulties selling to women
because women’s apparel is not featured in Under Armour stores across the
country. In order for women to buy Under Armour clothing, they oftentimes have
to go to Dick’s Sporting Goods or Sports Authority Inc., where many women do
not frequently shop (Townsend, 2013) .
Under
Armour is having a difficult time with other two markets trying to “crack” are
cities and footwear. This company does relatively well selling footwear and
apparel in the suburbs but not so well in the cities. Under Armour also needs
to become more competitive internationally. “Under Armour generates 94% of its
revenue from North America, compared with 37 % for Nike, which is the world’s
largest athletic brand” (Townsend, 2013) .
Analysis
of this article is in order for Under Armour to become a more national and
international brand, many things need to change. Some progress is being made in
expanding the market and appealing to women consumers. In order for the brand
to be successful, men’s and women’s apparel and footwear sales need to be
somewhat equivalent. There needs to be more Under Armour stores located
throughout the United States that feature men’s and women’s clothing and prices
need to be comparable. Under Armour needs to expand their footwear business
similar to what Nike and Adidas have done because if they do not become
successful in the footwear business similar to the caliber of Nike and Adidas,
Under Armour’s revenue will be limited (Townsend, 2013) .
Works Cited
Townsend,
M. (2013, February 13). Under Armour Finds Feminine Side to Go Beyond Billion.
Retrieved from Bloomberg:
http://www.bloomberg.com/news/print/2013-02-15/under-armour-finds-feminine-side-to-go-beyond-2-billion.html
3)
“Under Armour CEO Aims at Nike, Adidas, and
$10 Billion”
This article
questions whether Plank the CEO of Under Amour will be able to reach a $10
billion dollar goal that he has set for his company. The company is currently
generating about $2 billion. Under Armour sales growth dipped by 20% in the
Great Recession year of 2009, but has shown steady growth by approximate 18%
gains each year since. At this current pace the company projects a $10 billion
in sales by 2020. Under Armour needs to keep in mind that it has taken the
company over 17 years to reach its current level of growth (Stock, 2013) .
Under
Armour does not intend to buy out other sport companies, but to increase
women’s wear, expand abroad, expand footwear production and increase
direct-to-consumer businesses through outlets sales. Currently the company
reports that approximately 30% of all sales occur through outlet purchases (Stock, 2013) .
The
company has put over $250 million into marketing just towards women in 2013 and
they have recently hired an experienced former employee from Adidas to promote
Under Armour products in foreign markets, especially Brazil (Stock, 2013) .
Analysis
of this article indicates that Under Armour has conducted a strengths,
weaknesses, opportunities and threat (SWOT) analysis.They have shown successful
sales, have assessed their weak areas and are taking aggressive steps to
promote opportunities to correct their slumping areas of sales while
considering their threats and competitors (Stock, 2013).
Works
Cited
Stock, K. (2013, September 11). Under Armour CEO
Aims at Nike, Adidas, and $10 Billion. Retrieved from Businessweek:
http://www.businessweek.com/articles/2013-09-11/under-armour-ceo-aims-at-nike-adidas-and-10-billion
11) Working Capital
Ratio
12) Cash Flow
Statement:
Investing Activities
total=$46.9 million
Financial Activities
total=$12.3 million
(Under Armour 10K
Report 2012. www.MSN.com).
"Apparel,
Clothing & Garments Industry Overview." Textile Apparel
Clothing & Garments Industry Overview. N.p., 16 Aug. 2012. http://www.teonline.com/apparel-garments/industry-overview.html.
Burke, Kevin
(2012). “Apparel Imports Boost U.S. Jobs.” Retrieved fromhttp://www.politico.com/news/stories/0712/78779.html#ixzz2mcUuDb7Z
Lombard, Cherish.
"Trends in Workout Clothes." Fox10tv.com. N.p., 21 Mar.
2013.http://www.fox10tv.com/news/trends-in-workout-clothing.
Schneider, Howard
(2013). “This is why the textile industry is relocating to places like
Bangladesh.” Retrieved from http://www.washingtonpost.com/blogs/wonkblog/wp/2013/07/12/this-is-why-the-textile-industry-is-relocating-to-places-like-bangladesh/
Stock, Kevin (2013).
Under Armour CEO Aims at Nike, Adidas, and $10 Billion. Retrieved from http://www.businessweek.com/articles/2013-09-11/under-armour-ceo-aims-at-nike-adidas-and-10-billion
Townsend, Matt
(2013). “Under Armour Finds Feminine Side to Go Beyond $2 Billion.” Retrieved
from http://www.bloomberg.com/news/print/2013-02-15/under-armour-finds-feminine-side-to-go-beyond-2-billion.html
“Turkey Cotton Fabric
Industry” (2007). Retrieved from http://www.turkishdenim.com/index.php?inframe=81939389352424969696239394918482928177788782862376888624748774238981894082877686748287388276789182842482767891828472777893749815847493827738261574859384749382773830158276789182848277383134
"Under Armour
Performance Sports Company History." Under Armour Performance
Sports Company History. Under Armour, 6 Nov. 2011. http://www.underarmour.jobs/our-history.asp.
“Under Armour’s Kevin
Plank: Creating ‘the Biggest, Baddest Brand on the Planet’."KnowledgeWharton
Under Armours Kevin Plank Creating the Biggest Baddest Brand on the Planet Comments.
N.p., 5 Jan. 2011. http://knowledge.wharton.upenn.edu/article/under-armours-kevin-plank-creating-the-biggest-baddest-brand-on-the-planet/.
Under Armour 10K
Report 2012. www.MSN.com
“U.S. Textile and
Apparel Imports Continue to Climb” (2013). Retrieved from http://www.mrketplace.com/56358/u-s-textile-and-apparel-imports-continue-to-climb/www.sec.gov
Wells, Jennifer
(2013). “Clothes on your back: Inside Cambodia's garment industry.” Retrieved
fromhttp://www.thestar.com/news/world/clothesonyourback/2013/10/20/clothes_on_your_back_inside_cambodias_garment_industry.html.
(2013, June 5). “Under Armour Taking Playbook Worldwide:
CEO” [Video file]. Retrieved from http://www.businessweek.com/videos/2013-06-05/under-armour-an-american-success-story
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